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RA Group: Managing Change and Employee Identification
內容大綱
RA Group, a technology consulting firm, introduced changes in 2019 that were impacting the organization and its employees. Employees were dealing with the transition to a new office location and resulting changes to the company’s transportation services, the less private office configuration, a surge of new employees lacking proper supervision, and increased turnover. Employees encountered numerous organizational problems during the change process and were experiencing frustrations with the transition from the way things had been before the changes, leading to an identity crisis and resistance to the changes.
學習目標
This case can be incorporated into various courses, including organizational behaviour, organizational change, and strategic human resource management, at the graduate level. It provides insights into how individuals handle change and how organizations can better manage it.<br><br>The case gives students the opportunity to examine organizational change from both an employee and corporate perspective, highlighting the potential conflicts between these viewpoints. It aims to help readers understand the change process at the organizational and individual level, whether that is managing change or coping with it.<br><br>Working through the case will allow students to do the following:<ul><li>Recognize the sources of resistance against change and understand change implementation within organizations.</li><li>Comprehend process theories of change, such as Lewin’s and Kotter’s models of change.</li><li>Understand the Kubler-Ross model of individual change.</li></ul>